Murray Region
Supporting document
2021-2026
Published by Local Land Services
Murray Local Land Services Local Strategic Plan 2021-2026 Supporting Document
First published July 2021
More information
Murray Local Land Services
www.lls.nsw.gov.au
Acknowledgments
© State of New South Wales through Local Land Services, 2021.
Disclaimer: The information contained in this publication is based on
knowledge and understanding at the time of writing March 2021.
However, because of advances in knowledge, users are reminded of
the need to ensure that information upon which they rely is up to
date and to check currency of the information with the appropriate
officer of Local Land Services or the user’s independent adviser.
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 1
Acknowledgement of Country ................................................................................................................... 2
Chair’s Foreward ...................................................................................................................................... 3
Our Plans ................................................................................................................................................. 4
Our Region ............................................................................................................................................... 5
Regional Challenges and Emerging Trends ............................................................................................. 6
Community Aspirations and Service Needs .............................................................................................. 7
Cross-cutting Themes .............................................................................................................................. 8
Our Strategic Direction ............................................................................................................................. 9
Natural Assets & Resources ............................................................................................................... 12
Travelling Stock Reserves .................................................................................................................. 14
Land Management .............................................................................................................................. 16
Biosecurity .......................................................................................................................................... 18
Emergency Management .................................................................................................................... 20
Primary Production ............................................................................................................................. 22
Business Enablers .............................................................................................................................. 24
Governing, Tracking & Sharing our Progress ......................................................................................... 26
Abbreviations.......................................................................................................................................... 29
2 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Murray Local Land Services acknowledges the
Traditional Owners of the lands across which we work.
We recognise the primacy of their role in cultural
heritage, cultural economy and cultural knowledge, and
the continuing connection of First Nations people to
Country.
The Murray Region spans the Traditional Lands of the
Wiradjuri, Wolgalu, Ngarigo, Bangarang, Yorta Yorta, Barapa
Barapa, Wamba Wamba, Nari Nari, Wadi Wadi and Mari Mari
people. It also supports a rich diversity of First Nations
people from other areas. We pay our respects to Elders past,
present and emerging across these lands, and celebrate
Aboriginal culture as a living and dynamic creation that
provides a strong foundation to generate bright futures for
First Nations people.
We are committed to Reconciliation, Closing the Gap, and
engaging with First Nations people as the custodians who
sustainably managed this land for tens of thousands of years.
In all of our planning, we aim to consider how our proposed
activities could affect Traditional Owner rights and obligations
in relation to their lands and waters. These commitments are
formalised in our Local Strategic Plan and the Local Land
Services Aboriginal Engagement Strategy.
We look forward to ongoing partnerships with our local First
Nations people across all sectors of our organisation.
‘Aboriginal Australia’
by Dennis Charles
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 3
I am pleased to present the new Local Strategic Plan for Murray Local Land Services, which outlines
how we intend to focus our efforts for the next five years to provide value to our customers and support
the productive and sustainable management of our landscapes.
This plan builds on our achievements to date and addresses the challenges of the future. It integrates
information and direction from a range of other policies, plans, forecasts and evidence sources,
combined with specialist knowledge from our staff, Board and Community Advisory Groups.
Local voices have shaped the plan – our community’s aspirations and stated future service needs
influenced the overall direction we’ll be taking for the next five years, as well as the design of specific
strategies and programs that we’ll deliver to achieve the plan’s aims.
Our Local Strategic Plan has been developed as a high-level document providing strategic guidance to
our organisation. Lower-level plans will also be developed that provide more detail on our proposed
activities in each Core Service Area – Landscape Management, Biosecurity, Emergency Management
and Primary Production. This will allow our Local Strategic Plan to maintain sufficient flexibility to adapt
to future developments, challenges, innovations, technology and legislation.
On behalf of Murray Local Land Services, I would like to thank all our stakeholders for their commitment
to our organisation and the Murray region to date, and look forward to our relationship continuing during,
and beyond, the life of the Murray Local Strategic Plan 2021-26.
Derek Schoen
Board Chair
Murray Local Land Services
4 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Our planning framework cascades from the
State Strategic Plan through our Local
Strategic Plan and Regional strategies to
Annual Business Plans and staff work plans.
This approach ensures line of sight between
state priorities and locally-relevant delivery.
Development of the Murray Local Strategic Plan
(LSP) considered staff, community and technical
input to identify the region’s opportunities and
threats in combination with local community
aspirations and service needs. We developed
logic diagrams to understand how our activities
are expected to deliver outcomes and collated
our evidence into a library for future reference
and learning.
Our planning framework has four components
and is illustrated below:
Strategic Plan and Supporting Document
Capture our broad direction with aims, strategies
for achieving these, and Key Performance
Indicators (KPIs) for tracking our delivery.
5-Year Regional Strategies
Provide detail on our priorities in each core service
area and the logic underpinning their selection,
informed by a range of other plans and policies.
Operational-Level Plans
Developed by each core service unit to give effect
to their Regional Strategy, these include project
plans, action plans, staff work plans, funding bids.
Annual Business Plan
Collates information across multiple planning
levels to provide a summary of our investment
each financial year that feeds up to the state level.
Native Vegetation
Management
Plant Health
Travelling Stock
Reserves
LLS State Strategic Plan 2020-2030
Unit Operations
Plans
Murray LSP Supporting Document
Project
Plans
Regional
Action Plans
Funding
bids
Individual staff work plans
Annual Business Plan
tracks annual LSP implementation and
feeds up to state level Outcomes reporting
Murray Local Strategic Plan 2021-2026
Pests & Weeds
Animal Health &
Welfare
Natural Assets &
Resources
Murray Regional
Landscape
Management
Strategy
Murray Regional
Biosecurity
Strategy
Agricultural and
Animal Services EM
Murray Regional
Emergency
Management
Strategy
Agricultural Business
Productivity &
Profitability
Murray Regional
Primary
Production
Strategy
Communications & Engagement
Governance & Strategy
Business, Culture & Customer Service
Murray Regional Business Enabling Strategy
Guiding Documents
a range of regional, state and departmental documents that
inform, guide and direct our planning and delivery
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 5
The Murray LLS Region spans more than 4.2
million hectares of public and private land
bounded to the south by the Murray River and
ranging from steep alpine slopes in the east to
vast native grasslands, rangelands and
riverine floodplains in the west.
Nationally significant areas include Kosciuszko
National Park, the Murray River, and the Central
Murray Red Gum forests that are internationally
recognised as important wetlands.
The region’s population of around 107,000 people
is concentrated along the Murray, Edward and
Billabong-Yanco river systems in towns such as
Corowa, Moama, Jerilderie, Deniliquin,
Tocumwal, Holbrook, and our only major city,
Albury. Many of these population centres are
closely linked to nearby Victorian communities
and services, and the urban/rural interface is a
growing sector across the region.
The Murray region is steeped in Aboriginal
history, culture and spiritual significance. It
encompasses many important cultural locations of
national and international significance, and there
are strong local efforts to maintain cultural
knowledge and traditional practices. The number
of Aboriginal organisations and enterprises is
growing, particularly in the land management and
agriculture sector, which add to the diversity of
Aboriginal Nations, land councils, corporations,
consultative committees, working parties and co-
operatives connected to the region.
The region includes approximately 350,000 ha of
national parks and reserves, 140,000 ha of state
forests and 55,000 ha of travelling stock reserves
(managed by Murray LLS). Around 75% of land
in the region is privately owned and one-third of
our residents are directly involved in agricultural
production.
High quality land and water resources support
diverse agricultural enterprises, including
cropping, grazing, horticulture, forestry and
dairying. Extensive water supply infrastructure—
including Australia’s largest irrigation network and
the famous Snowy Mountain Hydro-Electric
Scheme— enables these industries to prosper
even in low rainfall areas. Much of the region’s
multi-billion dollar economy therefore depends on
continuing access to healthy natural resources.
Given the impact of historic vegetation clearing in
the region, retaining and enhancing our natural
assets is also important for repairing local
ecosystem function, mitigating the effects of
climate change and increasing climate variability,
supporting the recovery of threatened species,
and contributing to community wellbeing.
Our communities have been challenged over the
past decade with changes to local demographics,
land use and land prices, climate and weather
patterns and associated natural disasters, water
availability and water management legislation,
increasing risk of pests and disease, and greatly
increased influence of social license on
agricultural markets and accepted industry
practices. As well as impacting on our local
communities and landscapes, these challenges
present a more difficult working environment for
Murray LLS to navigate in providing services to
our customers.
Murray Region showing LLS office locations
6 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Supporting rural communities – We face significant challenges in supporting our rural communities as
they shrink and grow older, the peri-urban sector expands, and government services become more
centralised. Local people need support to filter and connect to information, technology and services that
can assist them to be responsible for their own futures. There is a clear gap for services that create safe
spaces where local people are comfortable to come together, share and support each other.
Celebrating Aboriginal culture and communities – Across our region, we see a need for increased
recognition of Aboriginal cultural heritage, spirituality and connections to Country, and for a continued
focus on reconciliation. We want to support our local First Nations communities to overcome challenges
related to education and employment in order to Close the Gap and promote self-determination.
Maintaining productive and profitable regional farming businesses is a major challenge as we
adapt to changing markets, a future with less water, changing climatic conditions and increasing
biosecurity threats, while ensuring sustainable resource use and minimising environmental impacts.
Promoting healthy, diverse and connected natural environments – We value the natural assets and
resources in our region and recognise the importance of balancing resource use to sustain our
livelihoods and lifestyle with the maintenance of healthy natural environments. We will need to find
better ways to share the costs, benefits and responsibilities of environmental stewardship in the future.
Facing increased uncertainty – our changing climate will increase the frequency and intensity of
extreme weather events and natural disasters (e.g. floods, bushfires, storms, heatwaves, frosts), and
also the unpredictability of these events. We also face increasing uncertainty in global markets and
politics, creating a need for more adaptability and resilience in our landscapes and communities.
Megatrends expected to shape Australian agriculture over the next 10 years will also apply at the
regional scale. These are described below (Australian Bureau of Agricultural and Resource Economics and Science, 2021).
Growth juggernaut: 3 billion
empowered consumers
An expanded and empowered
middle class will demand higher
volumes and quality of food and
fibre, with rising expectations for
health, provenance, ethics and
sustainability.
Extract from “Megatrends shaping Australian agriculture (2021 update)”
Fractal politics: Beware the
dance of giants
International trade and relations will
all become more complex as nations
assert their sovereignty, often in
pursuit of populist appeal rather than
mutual economic gains.
More from less: The
permanent race for advantage
Maintaining profitable, competitive
food and fibre enterprises in the face
of relentless pursuit of advantage will
require ongoing innovation,
adaptation and transformation.
Cascading planetary risks:
Coming, ready or not
Earth systems at all scales are
changing at an unprecedented rate.
Climate and commodity prices will
become more volatile. Emerging
markets for carbon and ecosystem
services could transform landscapes
and business models.
Disruptive technologies:
Opportunities for the brave
Exponential advances in digital
technology, automation, genetics,
and synthetics will disrupt and
change how food and fibre products
are made, marketed, and delivered.
New skills and partnerships will be
critical to capitalise on this.
Positioning for the future: Will
the lucky country surf or sink?
Unearned advantage can create
complacency. Each generation
needs to create the luck – and
advantages – it will pass on to the
next generation. Will Australia
choose to surf or sink?
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 7
Consultation with our local community shows that their aspirations for our region and services desired
from LLS are varied and often interrelated. These are summarised and categorised below. We have
addressed these aspirations and service needs in line with our resourcing levels. Ongoing engagement
with our advisory groups, customers, partners and stakeholders will inform future planning and delivery.
Environmental protection and rehabilitation
Sharing of traditional and modern management practices
Cultural connections respected and employment opportunities explored
Community wellbeing supported by access to green spaces
Ecosystem service provision recognised
Support the establishment of good practice standards
Awareness of rights and responsibilities
Native vegetation management advice and approvals
Managed for environmental, agricultural, cultural and social values
Infrastructure maintained; access rights retained
Risks to and from surrounding lands managed
Sharing of local knowledge and management practices
Collaborative management with Aboriginal people
Shared understanding of usage rights and responsibilities
Coordinated management across regions and zones
Continued advice provision on pests, weeds, animal and plant health
Continued advice provision on managing general biosecurity risks
Regulatory services to ensure market access for agricultural products
Biosecurity planning support (including managing trespass)
Early warning of issues
Support the establishment of good practice standards
Awareness of regulatory framework and responsibilities
Emergency animal welfare advice and assistance
Livestock assessment and disposal assistance during crises
Emergency animal and plant disease and pest response
Companion animal evacuation support
Support for EM preparation, response and recovery planning
Awareness of statutory relationships between response agencies
Early warning of issues
Agricultural systems development advice
Sharing of traditional and modern management practices
Opportunities to practice and advance Aboriginal agriculture
Agricultural and land management advice and connections to services
Industry–specific projects and trials
Expanded relationships with agribusiness service providers
Support the establishment of good practice standards
8 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
During development of the Murray Local Strategic Plan, our Board identified five strategic priorities that
cut across all areas of the organisation. We will embed these into our planning, delivery and learning
cycles, and apply them at all scales of our organisational and professional development.
Communication
People are at the heart of
everything we do. Our
communications must be
of the highest quality to
maintain our reputation,
build supportive
relationships, ensure
shared understanding
and strive for change.
Innovation
New business, continual
improvement, alternate
revenue streams. We will
come to be recognised
as change agents who
explore, think outside the
box and bring new ideas
to bear.
Leadership
We will promote
leadership and lead by
example – employing
good governance,
applying identified
operational standards
and inspiring excellence
and innovation in our
relationships, planning
and delivery.
Climate Consciousness
We concur with the National
Farmers Federation in
recognising that climate change
presents both significant
challenges and opportunities for
regional landscapes and
communities. We will advocate
for evidence-based action by our
customers and stakeholders to
mitigate the causes of climate
change and adapt to its effects.
Social Justice
As a “boots on the ground”
organisation with extensive
inter-agency networks, we have
significant capacity to influence
attitudes and behaviours in
relation to social justice issues.
We commit to socially-just
business practices and will
strive to support social-good
outcomes for our communities
as well as our landscapes.
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 9
The following section provides additional detail to support our Local Strategic Plan
2021-2026.
It provides a brief introduction to each Core Service Area, and lists the key
threats and opportunities to our operations in each area.
Our Aim for each Core Service Area describes in broad terms the overarching
outcome that we’re hoping to achieve.
Measures of Success are the metrics we will use to evaluate progress in achieving
our aims over the 5 years of our LSP.
We detail the strategic approaches we intend to use to overcome identified
threats and capitalise on opportunities.
Priority Programs show how our work will be grouped and targeted to give effect
to our strategies.
Critical Success Factors are also noted. These are the essential requirements
that need to be in place to allow us to achieve our aim for each Core Service Area.
10 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Summary of our Strategic Direction 2021 – 2026: Murray LSP Plan-on-a-Page
VISION –Resilient communities in productive healthy landscapes
MURRAY | July 2021 - June 2026
Vision – Resilient communities in productive healthy landscapes
Protect
Grow
Connect
Support
Our programs and
partnerships grow primary
industries productivity and
healthy environments
Our services and partnerships
play a vital role in helping to
protect against pests, diseases
and environmental threats
We connect with community
and connect our customers with
the best services, advice and
networks
We play a vital role in helping
primary industries prepare for
natural disasters and are on the
ground to respond and support
when they occur
LANDSCAPE
MANAGEMENT
BIOSECURITY
EMERGENCY
MANAGEMENT
PRIMARY
PRODUCTION
We aim to:
Increase natural values across rural
landscapes in the Murray Region,
Ensure that Murray region’s Travelling
Stock Reserves (TSRs) deliver agricultural,
environmental, cultural and social
benefits, and
Support native vegetation management
to deliver economic, social, cultural and
environmental benefits.
We aim to:
Reduce the impact of plant and animal
based biosecurity risks on regional
agriculture and the environment.
We aim to:
Support Murray regional communities to
plan for and recover from natural
disasters and biosecurity emergencies.
We aim to:
Improve the long-term viability of regional
farming businesses and the natural assets
that underpin them.
STRATEGIES
The following documents guide our strategic
direction in this area:
Regional Landscape Management Strategy
Regional Communications Strategy
Local Land Services Natural Resource
Management Framework
Local Land Services TSR State-wide Plan of
Management and Best Management Toolkit
Land Management Framework
Private Native Forestry legislative framework
MEASURES OF SUCCESS
Ecosystem health
Resilience of significant species
Appreciation of nature
Area of TSR actively managed
Change in vegetation management
Number of communication activities
STRATEGIES
The following documents guide our strategic
direction in this area:
Regional Biosecurity Strategy
Regional Strategic Weed Management Plan
Regional Strategic Pest Animal
Management Plan
Regional Communications Strategy
NSW Biosecurity Strategy
State-level Animal Biosecurity and Welfare
Plans
MEASURES OF SUCCESS
Impact of priority pests and weeds on
agriculture and the environment
Awareness of biosecurity risks and good
biosecurity practices
Number of communication activities
STRATEGIES
The following documents guide our strategic
direction in this area:
Regional Emergency Management
Strategy
Regional Communications Strategy
Emergency Management priorities for
Local Land Services and NSW Department
of Primary Industries 2019-2023
MEASURES OF SUCCESS
% of after-action reviews completed
No. of staff trained in a response role
No. of response activities completed
No. of recovery programs delivered
Number of communication activities
STRATEGIES
The following documents guide our strategic
direction in this area:
Regional Primary Production Strategy
Regional Communications Strategy
Local Land Services Agricultural Services
Framework
MEASURES OF SUCCESS
Grower confidence in long-term viability
of farm businesses
Condition of soil and vegetation on-farm
Number of communication activities
Our ambition is for Murray Local Land Services to be a capable, high-performing and respected organisation delivering value for our customers.
Enabling
STRATEGIES
Regional Business Enabling Strategy
Regional Communications Strategy
Regional New Business Strategy
Local Land Services Work Health and Safety Plan
Local Land Services Aboriginal Engagement Strategy
Department of Regional NSW Outcome and Business Plan
Local Land Services and Departmental plans, policies,
procedures and guidelines
MEASURES OF SUCCESS
Customer value and experience
Total Partner Experience
Compliance with financial controls & accounting
standards
Performance in internal and external audits
% of audit recommendations actioned
Employment opportunities created for Aboriginal
people
Murray LLS is a workplace of choice
PRIORITY PROGRAMS
Terrestrial Ecosystems
Aquatic Ecosystems
Significant Species
Environmental Attitudes
TSR Operations
TSR Compliance
TSR Communications
Murray Land Management Program
Private Native Forestry in the Murray Region
PRIORITY PROGRAMS
Regional Pest Program
Regional Weed Program
Animal Biosecurity and Welfare
Operations
Biosecurity Communications
PRIORITY PROGRAMS
Emergency Planning & Preparedness
Emergency Response
Recovery Programs
Emergency Management
Communications
PRIORITY PROGRAMS
Production and Profitability
Farm Business Management
Resilience and Adaptation
Farm Natural Capital
PRIORITY PROGRAMS
Brand Affinity
Innovative Engagement
Partnerships and Connections
Aboriginal Culture and Communities
Governance and Strategy
Business Administration and Innovation
Quality Customer Service
People, Safety and Culture
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 11
Mapping of Murray LLS Core Service Delivery to
Department of Regional NSW’s State Outcomes and Programs
* Lead indicators provide early indication that an action is likely to deliver a desired outcome; Lag indicators measure the longer-term outcome itself
DRNSW State
Outcome
Productive and sustainable land use
State Outcome
Indicators
Enhanced management and productivity of NSW land
Lead*: Increased engagement of land managers in LLS programs relating to
agricultural productivity and natural resource management
Lead*: Increased land manager recommendation of Local Land Services to their
friends for services relating to agricultural productivity and natural resource
management
Lag*:
Increased area of improved land manager practices relating to agriculture and
natural resource management over four years
Programs and
Program
Performance
Measures
Protect the economy, the environment
and community, including from
biosecurity risks
LLS customer satisfaction score
Number of emergency preparatory
exercises delivered per year
Number of animal disease surveillance
investigations
Number of training and awareness
events
Area (ha) of pest control
Area (ha) of weed management
Enabling land managers to better
manage our natural resources
LLS customer satisfaction score
Number of private native forestry plan
approvals
Land Management (native vegetation)
notifications and certifications
Number of training and awareness
events
Area (ha) of threatened species,
populations or ecological communities
enhanced, rehabilitated or protected
Stream length (km) river/estuary
enhanced, rehabilitated or protected
Area (ha) of land managed for
improved soil condition
Area (ha) of wetlands enhanced,
rehabilitated or protected
Area (ha) of native vegetation
enhanced, rehabilitated or protected
Murray LLS Core
Service Areas
delivering on
DRNSW State
Programs
Biosecurity
Pests, Weeds, Animal Health & Welfare,
Plant Health
Landscape Management
Natural Assets & Resources, TSRs,
Native Vegetation Management
Emergency Management
Agricultural and Animal Services EM
Primary Production
Agricultural Business Productivity &
Profitability
Business Enablers
Business and Finance, Communications and Engagement, Governance and Strategy
12 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Natural Assets & Resources
The Murray Region has a great diversity of landscapes
containing natural assets and resources that sustain
our agricultural, social and environmental systems.
Within these landscapes, there are currently 141
threatened species of native flora and fauna. High
levels of clearing were conducted historically across
many vegetation types in the region, particularly
Grasslands and Grassy Woodlands. Many of our
natural assets and resources are experiencing
impacts, however our region also boasts high value
conservation areas on private and public land,
including on Travelling Stock Reserves. Murray LLS
will work with land managers to enhance the condition
of natural assets and resources across the region.
The key guiding document for this Core Service Area is the “Local Land Services Natural Resource
Management Framework”. We have mapped our Strategies to this guiding document’s Objectives
(reference numbers are noted in the table on the following page):
1. Driving practice change through customer-centred NRM services
2. Helping land managers get a return from NRM
3. Tackling the priority threats to achieving healthy and resilient landscapes
4. Supporting Aboriginal land managers to care for Country
5. Becoming service provider of choice and trusted broker of partnerships
Critical Success Factors
Security of funding to retain quality staff
Effective collaboration with similar agencies
Key Threats
Continuing threats to biodiversity,
land and water assets
Seasonal variability and climate impacts
Current and emerging biosecurity threats
Reduced funding for environmental outcomes
Legislative uncertainty for water access and use
Key Opportunities
High-performance organisation with skilled staff
Innovative technology and emerging markets
Collaboration with First Nations people
Strong local community groups
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 13
Strategic direction for Natural Assets and Resources in the Murray Region 2021 – 2026
AIM
Increase natural values across rural landscapes in the Murray Region
MEASURE
S OF
SUCCESS
Ecosystem health
Resilience of significant species
Appreciation of nature
STRATEGIES*
Raise awareness
of natural asset
values and the
role of NRM in
mitigating and
adapting to
climate change
(1)
Explore
opportunities for
land managers
to access
payment for
ecosystem
services (2)
Support land
managers to
protect and
improve
natural values
(3)
Increase
engagement
with Aboriginal
people in
management of
natural assets
across the
Region (4)
Raise Murray
LLS's capacity
and profile as an
environmental
management
organisation (5)
PRIORITY
PROGRAMS
Terrestrial Ecosystems
Aquatic Ecosystems
Significant Species
Environmental Attitudes
KEY
PROGRAM
METRICS
Area (ha) of native revegetation
Area (ha) of native vegetation enhanced, rehabilitated or protected
Stream length (km) river/estuary enhanced, rehabilitated or protected
Area (ha) of wetlands enhanced, rehabilitated or protected
Area (ha) of threatened species, populations or ecological communities
enhanced, rehabilitated or protected
Number of opportunities for Aboriginal people to support LLS decision making,
including number of participants
Number of Aboriginal people involved in LLS activities
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
14 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Travelling Stock Reserves
Within the Murray Region there are approximately
55,500 hectares of Travelling Stock Reserves (TSRs).
These reserves are managed to deliver agricultural,
environmental, cultural and social benefits within a
uniform, state-wide management framework. TSRs
are a component of our landscape that are highly
valued by our community. They offer opportunities to
partner with local Aboriginal communities to
understand cultural values and share management
practices.
The key guidance for this Core Service Area comes from the “TSR Statewide Best Management
Practice Toolkit”. We have mapped our Strategies to the Objectives from this resource, as noted in the
Local Land Services TSR Statewide Plan of Management (reference numbers are noted in the table on
the following page):
1. Strengthen uniformity in language and process
2. Provide confidence that processes are being carried out as planned
3. Elevate and sustain consistently high standards of management
4. Inform preparation of Annual Business Plans and conditions applied in stock permits, reserve use
permits and agreements
5. Identify opportunities for collaborative action and improved outcomes
Critical Success Factors
Increased revenue for TSR management
Training and retention of skilled staff
Key Threats
Funding shortfall
Increasing compliance issues
State and local needs not always aligned
Impacts to and from adjacent land
Key Opportunities
High staff and organisational capability
Good current condition of most sites
Collaboration with First Nations people
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 15
Strategic direction for Travelling Stock Reserves in the Murray Region 2021 – 2026
AIM
Ensure that Murray Region TSRs deliver environmental, cultural,
agricultural and social benefits
MEASURES
OF
SUCCESS
Area of TSR actively managed
Number of communication activities related to TSRs
STRATEGIES*
Raise
awareness
of
appropriate
TSR use to
reduce
compliance
issues (1)
Establish strong
adaptive local
plans that
advocate for our
local philosophy
on TSR
management (4)
Source additional
resourcing to support
effective TSR
management that
meets community
expectations and
legislated obligations
(2)
Protect and
enhance the
environmental
and cultural
values of
Murray Region
TSRs (3)
Increase
engagement
with Aboriginal
people in
management
of TSRs
across the
Region (5)
PRIORITY
PROGRAMS
TSR Compliance
TSR Operations
TSR Communications
KEY
PROGRAM
METRICS
Number of regional TSR plans developed
Number of permits issued for TSRs and total stock number by class
Number of projects undertaken to protect Aboriginal Cultural Heritage or
Traditional Ecological Knowledge
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
16 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Land Management
The Murray Region has a diverse range of native
vegetation communities and a wide range of primary
production enterprises, including use of native
vegetation as pasture and for private native forestry
(PNF). As well as delivering benefits locally, these
landscape components contribute to climate resilience
over large scales and the country’s food security.
Communities in the region see native vegetation and
agricultural production as important land uses and are
seeking balance between these to deliver economic,
social, cultural and environmental benefits for people
locally and more broadly.
While the Land Management Framework and Private Native Forestry legislative instruments drive our
day-to-day operations for this Core Service Area, the key planning guidance comes from the
“Department of Regional NSW’s Outcome and Business Plan”. We have mapped our Strategies to
the success measures for the Premier’s portfolio priority 3 from this document, (reference numbers are
noted in the table on the following page):
Premier portfolio priority 3: Continue the implementation of the land management reforms to
better balance productivity and environmental outcomes in the agricultural sector
1. Private land management and native vegetation regulation in regional NSW focuses on achieving
triple bottom line (economic, environmental and social) outcomes for landholders and the NSW
community.
2. Biodiversity is conserved at a bioregional and state scale, ecological integrity maintained or
improved, and natural resources managed productively and sustainably.
Critical Success Factors
Improved integration with other LLS units
and external agencies
Key Threats
Loss of biodiversity
Economic pressures to expand production
Inconsistent understanding of legislation
by land managers
Key Opportunities
Reduced red tape
Emerging technology
Increased and targeted extension and
awareness activities
Incorporation of cultural values
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 17
Strategic direction for Native Vegetation Management in the Murray Region
2021 – 2026
AIM
Support native vegetation management to deliver
economic, social, cultural and environmental benefits
MEASURES
OF
SUCCESS
Change in vegetation management
Number of communication activities
STRATEGIES*
Support sustainable
development through
balanced application
of the Land
Management and
PNF Frameworks (1)
Provide native
vegetation
management advice
which balances
production gains with
biodiversity
conservation (2)
Value-add to delivery
by integrating across
LLS units and
collaborating with
external partners (2)
Incorporate cultural
values into Land
Management and
PNF operations (1)
PRIORITY
PROGRAMS
Murray Land Management Program
Private Native Forestry in the Murray Region
KEY
PROGRAM
METRICS
Number of awareness raising events/capacity-building events, including number
of participants
Number of capacity-building products distributed
Number of 1:1 advice consultations
Number of notifications
Number of certificates issued
Area (ha) of set asides
Area (ha) of licensed PNF
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
18 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Biosecurity
A wide range of pests and weeds have invaded the
Murray Region, impacting on our agricultural, cultural
and environmental assets. Murray LLS works with
land managers and industry to provide public good
outcomes by reducing these biosecurity threats. We
also play a key role in maintaining access to national
and international markets through the management of
livestock disease risks and assist with plant health
emergency situations.
The key guiding document for this Core Service Area is the “NSW Biosecurity Strategy”. We have
mapped our Strategies to this guiding document’s Goals (reference numbers are noted in the table on
the following page):
1. Biosecurity is a shared responsibility.
2. Biosecurity contributes to sustainable economic growth.
3. Biosecurity protects the environment and the community.
4. Biosecurity is underpinned by a responsive and consistent legislative framework.
Critical Success Factors
Effective collaboration with similar agencies
Resourcing must match any role changes
Key Threats
Resourcing limitations plus role expansion
State and local needs not always aligned
Varied customer awareness & commitment levels
Reduction in community action
Increasing biosecurity risks
Key Opportunities
Good existing reputation and relationships
Highly skilled and experienced staff
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 19
Strategic direction for Biosecurity in the Murray Region 2021 – 2026
AIM
Reduce the impact of plant and animal based biosecurity risks on regional agriculture and the
environment
MEASURES
OF SUCCESS
Impact of priority pests and weeds on agriculture and the environment
Awareness of biosecurity risks and good biosecurity practices
Number of communication activities
STRATEGIES*
Maintain Murray
LLS's profile as a
trusted partner in
managing
biosecurity risks to
regional producers
and agricultural
industries (1, 2, 3)
Engage with policy and
decision-making
processes to ensure
that they are achievable
and remain relevant to
our region and
legislation (1, 4)
Engage and
educate
landholders
about biosecurity
risks and
responsibilities
(1, 2, 3)
Undertake
biosecurity
risk
surveillance
and
intelligence
activities
(1, 2, 3)
Support and
facilitate
producers and
agricultural
industries to
prepare for and
manage
biosecurity risks
(1, 2, 3, 4)
PRIORITY
PROGRAMS
Regional Pest Program
Regional Weed Program
Animal Biosecurity and Welfare Operations
Biosecurity Communications
KEY
PROGRAM
METRICS
Area (ha) of pest control
Area (ha) of weed management
Number of investigations for animal health
Number of investigations for plant pests/disease
Number of projects undertaken to protect Aboriginal Cultural Heritage or Traditional
Ecological Knowledge
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
20 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Emergency Management
Murray Local Land Services plays a crucial role in
supporting the management of emergencies that affect
the community, environment and economy. We work
with the NSW Department of Primary Industries and
other agencies to provide vital support in emergencies
including natural disasters such as flood and bushfire.
We respond to biosecurity events involving emergency
animal diseases as well as plant and pest incursions.
The key guiding document for this Core Service Area is “Emergency management priorities for DPI
and Local Land Services 2019-2023”. We have mapped our Strategies to this guiding document’s
Outcomes (reference numbers are noted in the table on the following page):
1. Industries and communities are engaged and prepared for emergencies.
2. Capable workforce.
3. Strong governance, accountability and improvement.
4. DPI and LLS have a joint approach and shared culture in preparing for, responding to and
recovery from emergencies.
5. Risks are managed.
Critical Success Factors
Effective collaboration with similar agencies
Resource planning over long time frames
Key Threats
Ongoing and emerging biosecurity threats
Increasing frequency and severity of disasters
Need for a pool of skilled and experienced staff
to meet expected growing demand
Sub-optimal collaboration
Impacts on local BAU delivery during responses
Key Opportunities
Internal and external collaboration
Improved system management
High calibre staff
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 21
Strategic direction for Emergency Management in the Murray Region 2021 – 2026
AIM
Support Murray regional communities to plan for and recover from natural
disasters and biosecurity emergencies
MEASURES
OF
SUCCESS
% of after-action reviews completed
to ensure continual improvement of our EM activities
STRATEGIES*
Build organisational
capacity to respond
to natural disasters
and biosecurity
emergencies
(2, 3, 5)
Increase our
understanding of and
interaction with the
breadth of customer
segments in the
region
(1, 5)
Ensure that our
delivery occurs
within statutory
boundaries and
meets community
expectations
(1, 4, 5)
Continue to promote
and strive for
effective
collaboration and
resourcing in the EM
space
(4, 5)
PRIORITY
PROGRAMS
Emergency Planning and Preparedness
Emergency Response
Recovery Programs
Emergency Management Communications
KEY
PROGRAM
METRICS
Number of staff trained in a response role
Number of EM preparatory exercises
Number of response activities completed
Number of recovery programs delivered
Number of communication activities
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
22 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Primary Production
The Murray Region supports a diverse range of
agricultural industries and is the food-bowl of the
Murray-Darling Basin. Murray Local Land Services
supports local farming businesses to remain viable by
providing primary producers and industry with best
practice advice, connections to emerging innovation
and support to establish quality partnerships.
The key guiding document for this Core Service Area is the “Local Land Services Agricultural
Services Framework”. We have mapped our Strategies to this guiding document’s Objectives
(reference numbers are noted in the table on the following page):
1. Increased farm productivity, enhanced natural asset conditions and improved production
processes
2. Enhanced preparedness, management and recovery for climate variability and major disruptor
events
3. Strategic partnerships and innovation adoption
Critical Success Factors
Effective collaboration with similar agencies
Strong connections with research bodies
Key Threats
Management practices that impact
negatively on natural capital
Inconsistent farm business performance
Identifying relevant, reliable information sources
Increased uncertainty in operating environment
Key Opportunities
Strong existing connections with community
Farming practices that build natural capital
Drive for action from industry bodies
Emerging market and tech opportunities
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 23
Strategic direction for Primary Production in the Murray Region 2021 – 2026
AIM
Improve long-term viability of regional farm businesses and the natural assets
that underpin them
MEASURES
OF
SUCCESS
% of farmers indicating improved confidence in long term viability of farming
business against baseline measurement
Key soil and vegetation related indicators show positive trends
Number of communication activities related to primary production
STRATEGIES*
Support farmers to
understand future
scenarios and
explore farming
system options that
help them adapt
(1, 2)
Support strategic
and tactical business
planning by regional
farming enterprises
(1, 2)
Build relationships
with key research
providers and
between sectors of
the RD&E supply
chain to improve
knowledge
integration into
farming decisions (3)
Identify issues, raise
awareness, and
improve capacity to
adopt management
practices that
improve production
and build and sustain
natural capital (1)
PRIORITY
PROGRAMS
Resilience and
Adaptation
Farm Business
Management
Production and
Profitability
Farm Natural
Capital
KEY
PROGRAM
METRICS
Area (ha) managed for improved agricultural production
Area (ha) of land managed for improved soil condition
Number of farmers with improved business management plans and processes
Number of producers who are better prepared to manage risks, have improved
capacity to recover from major events and take advantage of potential
opportunities
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
24 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Business Enablers
Our ability to successfully support the community to
meet the challenges of the future and deliver the
strategies in our plan is dependent on Murray LLS
continuing to be a capable, high-performing and
respected organisation. We will strive for high
standards and continuous improvement in our
business systems and practices, build our capacity to
deliver value to our customers, and ensure that we are
recruiting, retaining and developing top level talent into
our organisation.
The key guiding documents for this Core Service Area are the Local Land Services Business
Strategies. We have mapped our Programs to these strategies (reference numbers are noted in the
table on the following page):
1. Customer Service Strategy
2. Business Improvement Strategy
3. Innovation and Business Sustainability Strategy
4. Board Charter
5. People and Culture Strategy
6. Aboriginal Engagement Strategy
7. Stakeholder Engagement Strategy
Critical Success Factors
Better inter- & intra- agency coordination
Appropriate business systems
Key Threats
Reduced and more uncertain funding
Business systems don’t support regional needs
Poor awareness of LLS identity and role
Varied customer engagement with LLS
Effort not well coordinated across Government
Broad and changing audience plus limited
connection points
Ever-changing priorities
Key Opportunities
Skilled and dedicated staff
Emerging tech supports delivery
Integrated delivery opportunities
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 25
Strategic direction for Business Enablers in the Murray Region 2021 – 2026
AIM
Murray LLS is a capable, high-performing and respected organisation
delivering value for our customers
MEASURES
OF SUCCESS
Customer value and experience
Total Partner Experience
Employment opportunities created
for Aboriginal people
Performance in internal and external
audits
Compliance with financial controls &
accounting standards
% of audit recommendations actioned
Murray LLS is a workplace of choice
STRATEGIES
Build brand
awareness
and affinity
to drive uplift
in Share of
Voice (SOV)
Deliver innovative
social marketing
and digital
experiences to lift
engagement and
drive change
Build internal
and external
relationships
to support
delivery
Apply relevant policies,
procedures, controls
and systems within an
adaptive framework to
optimise business
performance
Continue building a
values-driven culture
that puts people first
PRIORITY
PROGRAMS*
Brand Affinity (7)
Governance and Strategy (4)
Innovative Engagement (7)
Business Administration and Innovation
(2, 3)
Partnerships and Connections (7)
Quality Customer Service (1)
Aboriginal Culture and Communities (6)
People, Safety and Culture (5)
KEY
PROGRAM
METRICS
Number and value of activities to
support Aboriginal Culture and
Communities
Number of community groups
supported and number of participants
Number of stakeholder partnerships,
number of projects, and number of
participants
Number of awareness raising
events/capacity building events,
including number of participants
Media favourability
Stakeholder satisfaction score
Number of opportunities for people to
support LLS decision making, including
number of participants
Annual land and stock return statistics
Complaints and feedback
Number of 1:1 landholder advice
consultations
Customer satisfaction score
Net Promoter Score
Workplace Health and Safety statistics
People Matter Employee Survey results
* numbers in parentheses indicate the linkage to our key guiding document for this Core Service Area.
26 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Different levels within our organisation have responsibility and authority to develop, approve, deliver and
monitor the suite of plans within our planning framework, as specified in the Local Land Services Act, our
Instruments of Delegation, the LLS Board Charter and other Departmental Policies and Procedures.
Governance arrangements for our planning framework are shown below.
Plan Type
Accountability holder
Responsibilities
Local
Strategic
Plan (LSP)
Murray Local Board
Provide guidance on plan development
Endorse the plan for Ministerial approval
Track implementation
Communicate progress
Conduct mid-term and final reviews
Participate in relevant audits
Regional
Strategies
Murray Local Board
Approve plans for implementation
Participate in annual scans of emerging
issues and opportunities
Conduct end-of-term review
Murray Executive Team (MET):
General Manager (GM)
Manager, Financial Services
Manager, Biosecurity and
Emergency Services
Manager, Land Services
Oversee development
Ensure adequate resourcing is provided to
support delivery
Track implementation
Communicate progress
Operational-
level Plans
Various, according to instruments
of delegation and/or any overriding
charters implemented at the state
level, but accountability will mostly
sit with :
Team Leaders
MET or
GM
(less frequently with the Executive
Director of Regional Operations or
the LLS Chief Executive Officer).
Oversee the development of an appropriate
portfolio of work to give effect to the
Regional Strategies
Approve plans and variations within
delegated authority
Allocate resources within delegated authority
to support delivery
Track implementation
Ensure that regular review and improvement
cycles are conducted
Communicate progress
Ensure corporate value, transparency and
accountability are maintained by adherence
to departmental policies and procedures,
and appropriate use of business systems
Annual
Business
Plan
Murray Local Board
Approve plan and variations
Track implementation of strategic matters
Oversee audits and performance reviews
General Manager
Oversee plan development
Establish critical review triggers or timelines
Track implementation of operational matters
Communicate progress
LLS Chief Executive Officer (CEO)
Track achievement of state metrics
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 27
In order to determine whether we are delivering our Local Strategic Plan effectively, and to support its
adaptation and continual improvement, we will need to establish systems and processes to track, report
and learn from implementation at all levels in our planning framework.
The table below summarises how we will do this.
Plan Type
What
When
How
Who will
track
Who will
collate
Report to
Local Strategic Plan (LSP)
Measures
of Success
Every 2
months
Dashboard
Team
Leaders,
Managers,
GM
Executive
Assistant to
GM
Board
Regional Strategies
Budgets,
Milestones,
Program metrics
Every
month
Spreadsheets
/ Dashboard
Team
Leaders
Manager,
Financial
Services
MET
Operational Plans
PDPs
% approved,
% reviewed,
inclusion of
specific actions
Every 6
months
Spreadsheets
/ PageUp
Team
Leaders
Business
Services
Coordinator
MET
Projects
Milestones,
budgets,
state-wide
metrics (pg 29)
Every
month
IRIS/ MyLLS
Project
Managers
Project
Managers
Team
Leaders
Unit
Operations
Plans
Milestones,
budgets, state-
wide metrics (pg 29)
Every 2
months
Various
Team
Leaders
Team
Leaders
Relevant
Manager
Annual Business Plan
Aggregated
regional and state
metrics
Every 2
months
Interactive
template
MET
Regional
MERI
Officer
GM, Local
Board,
LLS CEO
Similar systems and processes will be built into every plan we develop to ensure that we are tracking,
learning from, communicating and improving our performance at all levels in our planning framework.
Additional tools will be developed and maintained by our Strategy and Improvement team to assist in
managing our annual cycle of plan development, approval, tracking and reporting, including:
Planning register and annual calendar
Reporting register and annual calendar
28 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Overview of the 32 state-wide reporting metrics and the LLS core service(s) they relate to.
TSR = Travelling Stock Reserves, EM = Emergency Management; AHW = Animal Health and Welfare; PH = Plant Health; NRM = Natural Resource Management; NVM = Native Vegetation Management; PP = Primary Production
Delivery Metrics
TSR
EM
Weeds
Pests
AHW
PH
NRM
NVM
PP
Revenue raised from TSRs
Area (ha) of TSRs actively managed
Number of regional TSR plans developed
Number of permits issued for TSRs and total stock number by class
Area (ha) of pest control (vertebrates) *
Area (ha) of pest control (invertebrates) *
Area (ha) managed for improved agricultural production
Area (ha) of weed management *
Number of projects undertaken to protect Aboriginal Cultural Heritage or Traditional Ecological Knowledge
Area (ha) of native revegetation
Number of agreements
Area (ha) of native vegetation enhanced, rehabilitated or protected *
Stream length (km) river/estuary enhanced, rehabilitated or protected *
Area (ha) of wetlands enhanced, rehabilitated or protected *
Area (ha) of land managed for improved soil condition *
Area (ha) of threatened species, populations or ecological communities enhanced, rehabilitated or protected *
Number of emergency preparatory exercises delivered per year *
Number of EM events
Number of staff trained in emergency management
Number of investigations for animal health/ number of animal disease surveillance investigations *
Number of animal welfare investigations
Number of residue investigations
Number of investigations for plant pests/disease
Number of (native vegetation clearing) notifications *
Number of (native vegetation clearing) certificates issued *
Area (ha) of set asides *
Number of private native forestry plan approvals *
Area (ha) of licensed PNF *
Customer Metrics
TSR
EM
Weeds
Pests
AHW
PH
NRM
NVM
PP
Number of opportunities for people to support LLS decision making, including number of participants
Number of 1:1 advice consultations
Number of community groups supported and number of participants
Number of stakeholder partnerships, number of projects, and number of participants
Number of awareness raising events/capacity building events, including number of participants *
Number of training events, including number of participants *
LLS customer satisfaction score *
* indicates metrics that are also DRNSW Program Performance Measures
MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document | 29
ACAG Aboriginal Community Advisory Group
AES Aboriginal Engagement Strategy
BAU Business as usual
BP Business Plan
CAG Community Advisory Group
CSA Core Service Area
CSF Critical Success Factors
DPI NSW Department of Primary Industries
EM Emergency Management
GM General Manager
KPIs Key performance indicators
LCAG Local Community Advisory Group
LLS Local Land Services
LSP Local Strategic Plan
MERI Monitoring, evaluation, reporting and
improvement
MET Murray Executive Team
NRM Natural resource management
NSW New South Wales
PDP Performance and Development Plan
RD&E Research, Development and Extension
TL Team Leader
TO Traditional Owner
TSR Travelling stock reserve
WH&S Workplace health and safety
30 | MURRAY LOCAL LAND SERVICES | Local Strategic Plan 2021-2026 Supporting Document
Murray Local Land Services
1300 795 299
www.lls.nsw.gov.au
